Thomas Jefferson The Man, The Myth, And The Moral Essay Example For Students

Thomas Jefferson: The Man, The Myth, And The Moral Essay ityThomas Jefferson was a man of the greatest moral character who has beenexcoriated routinely over the last 30 years by historical revisionistsand presentists. His commitment to America and his vast contributions tothe framing of society as it is today are overlooked in favor of baseanalysis of his character that, while not flawless, is that of a morallyupright person who has deeply held convictions and lives by them. Jefferson was born to a prominent family of Virginia tobacco growers. Plantation life is based largely around the work of slaves, so Jeffersonwas surrounded by them from the time of his birth in 1743 until the dayhe died. One of the harshest criticisms of Jefferson comes from the factthat, while he vehemently opposed slavery, was indeed a slave ownerhimself. As historian Douglas L. Wilson points out in his AtlanticMonthly article Thomas Jefferson and the Character Issue, the questionshould be reversed: This was of asking the question is essentially backward, andreflects the pervasive presentism of our time. Consider, for example,how different the question appears when inverted and framed in morehistorical terms: How did a man who was born into a slave holdingsociety, whose family and admired friends owned slaves, who inherited afortune that was dependent on slaves and slave labor, decide at an earlyage that slavery was morally wrong and forcefully declare that it oughtto be abolished? (Wilson 66). We will write a custom essay on Thomas Jefferson: The Man, The Myth, And The Moral specifically for you for only $16.38 $13.9/page Order now Wilson also argues that Jefferson knew that his slaves would be betteroff working for him than freed in a world where they would be treatedwith contempt and not given any real freedoms. Another way that Thomas Jefferson shows his moral character is in hismost famous achievement, the drafting of the Declaration ofIndependence. This document is probably the most important document inthe history of the United States, and one of the most important in thehistory of the world. Jefferson writes that all men are created equaland argues that every man has the right to life, liberty, and thepursuit of happiness. Jeffersons document shows not only his stronglyheld beliefs in freedom, but his acceptance of and belief in the viewsof the Age of Reason. He believed himself to be a person who was doingwhat was morally right, not for the fame that would eventually accompanyit. In fact, he didnt want to write the Declaration to begin with. In1776, the song Not Me, John shows how Jefferson was pushed into doingit, despite the fact that he would have actually rather gone home to seehis wife. When nobody else would do it, he acquiesced and agreed towrite it. His quote, What will posteri ty think we were demigods?Were men no more, no less (1776), shows how as a contemporary ofsuch philosophical greats as Voltaire and Mill, he did what he didbecause it was what needed to happen not in any way, shape, or formbecause he wanted to be remembered as a demigod, a status he actuallyhad anyway, according to Wilson, until the 1960s. Another thing that Jeffersons character is criticized for and blownout of proportion is his liaison with a slave, Sally Hemings. HistorianFawn Brodie argues that it was not scandalous debauchery with aninnocent slave victim, but rather a serious passion that broughtJefferson and the slave woman much happiness over a period lastingthirty-eight years. True, their affair started when she was only 14years old, but to criticize this is terribly presentistic. In colonialtimes, especially in the middle and southern colonies, girls weremarried off between the ages of 13 and 16; it was not considereddefilement and abuse like it is today. In fact, his relationship withHemings could actually be considered to be a positive thing for him ontwo fronts: Since she was 52 when he died, Jefferson obviously did notlust after her solely on a physical basis; also, he promised his wifewhen she died that he would not remarry. He fulfilled his promise onlybecause he found a woman to love whom he was not exp ected, indeed notallowed, to marry. This is a weak front on which to criticize Jefferson. .u7ce7e01d800654e7c0e0f755cdf6e749 , .u7ce7e01d800654e7c0e0f755cdf6e749 .postImageUrl , .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text-area { min-height: 80px; position: relative; } .u7ce7e01d800654e7c0e0f755cdf6e749 , .u7ce7e01d800654e7c0e0f755cdf6e749:hover , .u7ce7e01d800654e7c0e0f755cdf6e749:visited , .u7ce7e01d800654e7c0e0f755cdf6e749:active { border:0!important; } .u7ce7e01d800654e7c0e0f755cdf6e749 .clearfix:after { content: ""; display: table; clear: both; } .u7ce7e01d800654e7c0e0f755cdf6e749 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u7ce7e01d800654e7c0e0f755cdf6e749:active , .u7ce7e01d800654e7c0e0f755cdf6e749:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text-area { width: 100%; position: relative ; } .u7ce7e01d800654e7c0e0f755cdf6e749 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u7ce7e01d800654e7c0e0f755cdf6e749 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u7ce7e01d800654e7c0e0f755cdf6e749 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u7ce7e01d800654e7c0e0f755cdf6e749:hover .ctaButton { background-color: #34495E!important; } .u7ce7e01d800654e7c0e0f755cdf6e749 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u7ce7e01d800654e7c0e0f755cdf6e749 .u7ce7e01d800654e7c0e0f755cdf6e749-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u7ce7e01d800654e7c0e0f755cdf6e749:after { content: ""; display: block; clear: both; } READ: Leadership EssayGiven Jeffersons contributions to American society, it is almostimpossible to find him to be morally weak and coarse. Those who do arepresentists, cynics, and nay-sayers who are simply looking for a way tocriticize

buy custom Total Rewards essay

buy custom Total Rewards essay Total rewards refer to all the tools available to the employer that may be used to motivate, attract and retain employees. It includes what the employee perceives to be valuable resulting from the employment relationship. Employers have always had a challenge of how to motivate, attract and retain their employees (Blackburn Perry, 2007). Describe each of the top five (5) advantages of a total rewards approach Increased flexibility Both employees and employers desire more of the flexibility. As the benefit of flexibility has already become a bit understood, more business are allowing their employees to determine their time of work, where they would like to work, and how they would wish to work. Total rewards considers what their employees want, and in most instances demand, the capability to integrate their work and their lifestyle. Improved Recruitment and Retention Today, workers are focusing beyond the big picture as they decide where they would wish to work. Personal life and work should be looked at as related priorities, and not competing ones. When an organization helps its employees run both their work and personal lives, the workers feel a greater commitment to the company. In addition, a lot of studies have shown that workers look at total rewards when deciding on whether to stay or join with an organization. Healthcare Coverage This is a piece of a total rewards typical package that encompasses all vision, medical and dental and still long-term and long-term disability insurance that is offered by an employer. Retirement Programs Retirement programs that are offered in the total rewards packages can include non-matching or matching 402 (k) accounts. In large corporations, a profit sharing and purchasing stock program may be offered as well. Financial Compensation Workers compensation mainly consists of the base salary, merit and overtime increases. This still includes incentives compensation like bonuses. Describe five (5) common ways a total rewards strategy can go astray. Although total rewards strategy builds up healthy relationships with employers and the employees, it can also go astray; Feeling of dissatisfaction or discrimination among employees. If the employees feel that the reward assessment process might not be transparent. Staff morale might fall if there is a big difference in reward being paid out to an individual doing similar work. Staff may become very focused on people earning those rewards that they forget to work in the very best interests of the whole team. Competition can be fair but if its too aggressive it may be detrimental. Always there will be a judgment element required to administer the system. Somebody have to rate the staffs performance. This judgment might end up being a bit subjective rather than being objective. Some functions are in nature support roles (and therefore might not attract much rewards as some other roles like sales). There must be a fair balance of rewards for these support staff or they will not feel any appreciation. Describe the six (6) steps in designing a total rewards program. Coming up with a total rewards program specific to an institutions requires some initial homework in establishing a baseline of what one can already offer and in developing a bit more strategic approach towards rewards. Inventory rewards. Conduct a detailed, accurate and full inventory of rewards that are currently offered by the institution that normally fall into five elements of ROW model. This type of inventory should involve both informal programs and formal practices. Some of this type of information is obviously available but most of it requires investigation, particularly in big, decentralized institutions. Consider focus teams as a way to recognize the rewards and to provide interest and commitment in this process through the institution. Measure investment. To your level best, calculate the latest level of investment in each and every element to come up with a baseline and to make changes. In some of the cases, the measurement will definitely help gauge competitiveness (benefits, salary etc.) and also investment. In some other cases, the cost of institution of the reward may be measured but shaping competitiveness will be more difficult. Increasing information. Through a clear communication, employees realize the full suite of the rewards that are available to them. Link total rewards strategy towards institutional strategy, and consider making a distinctive logo and name. Use your strategy that is customized as a base for measuring workers satisfaction, engagement and understanding through surveys and some other workers feedback techniques. Implement improvements. Execution and implementation are essential to a realized total rewards program. Vague practices, unclear communication and inconsistent implementation contribute to less-than-effective program. Setting priorities for enhancing or developing rewards and communicating improvements will automatically demonstrate a commitment of the institution to employees. Measure impact. A total rewards program constitutes a vibrant plan. Keeping the plans relevance needs regular review of the institutions external influences and initiatives. A review of the strategys effectiveness requires to be incorporated in the routine planning processes in which your institution often conducts. This is a very different process of measurement than the expenditures measurement. Involve the community. Involve faculty, staff and leadership in understanding the total rewards program and how it usually supports the overall institutions strategic direction. This goes far beyond communicating the real program. Illustrate the inks among new initiatives and strategies. Make use surveys to recognize what is valued or is not valued. Take the opportunity to refresh and review the strategy by finding input from those that are most impacted. Broad understanding and involving will help in ensuring the continuity of relevance of total rewards program to the institution. Describe the eight (8) steps in the communication process. Understand the funcction of the communication. Regardless of the issue, communication should be designed with a specific goal. It should then be implemented expressly to obtain some result. That result may be increasing awareness. It might also be generating a certain action. Regardless of whatever purpose, communication should not just "happen." If you cannot discover a reason for communicating, you shouldn't then communicate. Encourage the internal customers to come together and discuss the issue. This is not however an easy task. Everyone might be busy, and most often your customers will need you to "do something." To overcome the resistance, you have to present solid benefits of making the time to step back and then think of the best way of address the issue. Gather the additional input. Depending on the sensitivity, level of controversy or complexity of an issue, you may wish to gather some additional input from the other people within the organization. You might wish to poll the workers to determine their latest level of knowledge concerning an issue. You may need to hold focus teams to uncover the potential misperceptions or biases. The more you become aware of an issue, the better you will be in a position to present it accurately and knowledgeably. Identify the audiences. Audience is not "everybody." For communication to be more effective, it should be targeted. That is, if you want to communicate something about budget cuts, the information that you share with the managers will be a bit different from information that you share with the frontline customers or staff. Even among the employee groups, the variations may need different communication tools or different messages. For instance, off-site staff might not have a ready access towards the business intranet and will therefore need to get the hard copy information or information by phone (Blackburn, 2007). Create "key messages." Identify messages that are most important for you to convey. Focus and be succinct on "need to know" that is based on outcomes that you're looking for. Don't try conveying too much, or else you will confuse your audience. Just hit the most high points. Develop a timeline. The order by which you can inform the audiences can be critical. For instance, if one put a notice in the employee newsletter concerning a benefit change before having informed the managers about that change, the managers might feel that he or she has been undermined and in a disadvantage when involves answering employee questions. Develop a plan. Considering the timelines, audiences and messages that you have developed, make a written plan outlining the communication processes and tools that you will be using. The plans include the background, the messages and target the audiences you have identified. You will also need to detail the tact that are specific that you will use in conveying your messages. Start inside first. Your workers are a beneficial audience for the communication messageseven the marketing messages concerning the products and services. The more they know and understand them, the more they will help you exactly share your messages. Buy custom Total Rewards essay

How to Stay Inspired Everyday [Infographic]

How to Stay Inspired Everyday [Infographic] It may be difficult waking up every morning with an optimistic and energized attitude, especially when faced with a world of uncertainty. But there are steps you can take to ensure that you are inspired every single day. The folks over at 24Slides  have compiled an infographic with 12 useful tips on how you can  stay inspired every day. Check the infographic out below:

The Scarlet Letter Plot Motif Essay Example | Topics and Well Written Essays - 750 words

The Scarlet Letter Plot Motif - Essay Example The way in which sin is associated with darkness and repentance to light is well consumed by the writer. The entire romance thus becomes a kind of exposition of nature. The mood of the characters is effectively set using the motifs. All the major actions of the characters can be categorized to those which happen in the darkness and those which happen in light. It takes place at Boston where people consider religion and law almost similar .The door of the jail was flung open. Led by the down beadle, a young woman emerged, bearing in her arms a child. On the breast of her gown appeared the letter A, done in fine red cloths, and elaborately embroidered. She was Hester Prynne who had been ordered to wear the scarlet letter â€Å"A†- â€Å"A† standing for adultery upon her bosom, for the reminder of her life as a mark of shame. Hester went up the steps of the scaffold. She was condemned to stand on the platform of the pillory for a space of three hours, as a mark of public d isgrace. The real sinner, the guilty lover, Dimmesdale is their itself before all, in the cold rays of light. Though he is exposed to deal with the sinner standing in front of him, he successfully hides himself in the darkness of his mind. Before the people like Governor Belligham , the reverend John Wilson ,the eldest clergyman. Reverend Mr. Dimmesdale was assigned the special charge of dealing with the poor sinners soul . It was at Dimmesdale that Hester had brought her scandalous sin. So Dimmesdale, her pastor came forward and exhorted Hester to name the man who was her partner in guilt. Hester says â€Å" Be not silent from any mistaken pity and tenderness for him †¦. But Hester refused to say the name of the father of her child Pearl instead says â€Å"my child must seek a heavenly father ...† The physician, before whom Hester was brought, is the real husband of her. Being afraid of the reality he also hides himself at the corner of his heart. After the captivity, on the day of her public punishment itself, he came to the town; saw her standing as a sinner. He suddenly raised his fingers near to the lips, thus making her silence about their past relations. They repented each other for misusing their youth. Though Roger begged her to reveal the name of her child’s father, she did not and also promise not to reveal the relation between the two. The period of punishment was over and Hester decided to settle in a small house on the outskirts of the town with her child Pearl. She engaged in needlework .But Pearl was growing up as an undisciplined girl. To save her from the custody of her mother and to bring her up as a good child, the governor Bellingham, Dimmesdale and Roger Chillingworth decided to take the child away from her. But Dimmesdale interfered and Hester was allowed to keep Pearl. The reverend believes that in the presence of pearl, Hester will not go into darkness. Thus once gain Pearl stand for the powerful light that can brig hten the life of Hester After that Dimmesdale began growing emaciated or the darkness in his mind began to fade always to receive the light of repentance. Roger Chillingworth was there to look after him. â€Å"Chilling worth maniacally uses his skills as a physician to probe, control, and otherwise torture the ailing Dimmesdale† (Johnson 63). The doctor understood that he was much perturbed by feeling of conscience and guilt. Chillingworth, so shrewd he was, could clearly infer the cause of Dimmesdale malady. Probably Dimmesdale was suffering from a troubled conscience because of his involvement with Hester in adultery. Dimmesdale longed to confess his sin from the pulpit of his participation in adulterous act. He wanted to tell the people how impure he was. The anguish in him was so strong to pull him to stand on the pulpit where Hester

Summary of the article Essay Example | Topics and Well Written Essays - 750 words - 2

Summary of the article - Essay Example For instance, before the 2007-2009 economic recessions, there was increased acquisition of attractive global investment opportunities, the engagement in foreign direct investments, and the migration of business operations to host countries, a trend that reversed after the economic recession because of the contraction of financial markets. Therefore, undesirable and unanticipated geopolitical events, such as governmental shifts, regulatory changes, civil disobedience, acts of terrorism, and sovereign defaults can negatively affect global supply chains and disrupt business activities resulting in massive operational and investment losses for multinational corporations. For instance, in the wake of the governmental uprisings, consecutive surges and social disturbance in the MENA region, it is likely that the European agricultural and textile industries will be negatively impacted by supply shocks in countries such as Morocco, Tunisia and Egypt, hence necessitating critical examination of such political events before transitioning into foreign markets (Fabiani, 2011). However, many aspects of political risks are difficult to measure and quantify before transitioning into such foreign markets. Although organizations like Aon, Euromoney, the World Bank, The Economist and Freedom House, have attempted to develop political indices, which score countries on an individual or regional basis to proxy for political risk; consequently serving corporations with early warning signals of pending disruptions, which can cause undesirable financial losses and consequential reductions in shareholder’s value in the corporation. However, regardless of their merits in helping corporations pre-examine their foreign market interests, these indices have some shortcomings, which render their reliability questionable. For instance, these indices are based on historical data, which could be inaccurate in making determinations and forecasts about the

Always Wanting More: Imperialism and Expansionism Essay -- American H

Going to the local grocery store while hungry is always on the list of things not to do. Why? Because while walking up and down the aisles, hunger decides to strike and more grocery items are added to the shopping cart. Another not to do idea for grocery shopping is taking little kids along for the trip. Why not for this one? Because the little kids will want even more in the cart than the hunger attack would. The 19th and 20th century United States of America was the little kids and the hunger attack in the scenario given above. America wanted more. They wanted more land, more power, more international influence, and more control. After being under the hands of Britain for majority of the 18th century, America was ready to explode and make a name for their self, and by their self. With this, no one was going to get in the way until America had made a name for itself. The plan may not have gone as smoothly as the political figures would have liked, but their plan must have worked. Since America is known for having the most resources and being one of the greatest problem solvers in the world , the game plan of making a name worked successfully. Expansion begins within oneself. America was not completely foolish and began trying to exhort their authority in matters where they did not belong when it was still just an eastern coast country. No, instead Americans and their political authorities had the brilliant idea of Manifest Destiny. The United States did not try to expand in any international way; instead they followed the baby steps method. Manifest Destiny was the beginning to expansion that will probably never end. With this, America expanded physically as well as mentally. The Manifest Destiny idea gave Americans the moti... ...hens, GA, September 26, 2011. Farber, David. Taken Hostage: The Iran Hostage Crisis and America's First Encounter With Radical Islam. Princeton, NJ: Princeton University Press, 2005. Logli, Michael. "Greencastle Banner-Graphic: Local News: Lee Hamilton talks about American influence in the world (3/16/11)." Banner Graphic. March 16, 2011. http://www.bannergraphic.com/story/1710813.html (accessed November 22, 2011). Platt Amendment. CourseReader. Detroit: Gale, 2010. "President Dwight D. Eisenhower Explains the Domino Theory." Public Papers of the Presidents: Dwight D. Eisenhower, 1954. Washington: U.S. Government Printing Office, 1958. 381-90. CourseReader. Detroit: Gale, 2010. University of Houston. "Westward Expansion: Manifest Destiny." Digital History. 2006. http://www.digitalhistory.uh.edu/database/article_display.cfm?HHID=311 (accessed November 22, 2011).

Employee Management, Inventory and Purchasing System

Class and Section: IT 230 Group Name: GREGORIO_JOLCANAIN_FRASCO Group Members: Gregorio, Ralph Jolcanain, Sandra Frasco, Harry Nelson Date: August 19, 2012 Company/Office: Sagittarius Mines Inc. Title of Project Stage: Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. REQUIREMENTS SPECIFICATION AND CONCEPTUAL DATA MODEL Employee Management, Inventory and Purchasing System Sagittarius Mines Inc. I. REQUIREMENTS SPECIFICATION The Organization Sagittarius Mines, Inc. SMI) is developing the Tampakan Copper-Gold Project in southern Philippine island of Mindanao, involving one of the world’s largest undeveloped copper-gold deposits. SMI is a contractor of the Philippine Government under the terms of a Financial and Technical Assistance Agreement (FTAA). Business Environment SMI currently operate from offices in Makati City in Manila, in General Santos and Digos cities and in the municipalities of Tampakan, Columbio, and Kiblawan. As at the end of 2010 we em ployed more than 370 staff and more than 1,000 contractors. SMI has a strong track-record as a company that works in a responsible manner.In fact, their commitment to corporate social responsibility in the Philippines has been recognized with numerous awards including the 2006, 2009 and 2010 Presidential Environmental Award, the 2010 Award of Distinction from the Safety Organization of the Philippines and recognition in 2010 as the Outstanding Stakeholder from the Department of Education in Region XII. Sagitarrius Mines Inc. is being managed by a general manager who oversees the Operations Manager, Human Resource Manager, Finance and Commercial Manager, Risk Management andProgram Manager.Operations Manager Human Resource Manager Finance and Commercial Manager Risk Management And Program Manager General Manager General Manager – Duties include Increases management's effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; co mmunicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results; developing incentives; developing a climate for offering information and opinions; providing educational opportunities.Develops strategic plan by studying technological and financial opportunities; presenting assumptions; recommending objectives. Accomplishes subsidiary objectives by establishing plans, budgets, and results measurements; allocating resources; reviewing progress; making mid-course corrections. Coordinates efforts by establishing procurement, production, marketing, field, and technical services policies and practices; coordinating actions with corporate staff.Builds company image by collaborating with customers, government, community organizations, and employees; enforcing ethical business practices. Maintains quality service by establishing and enforcing organization standards. Maintains professional and technical knowledge by attending educat ional workshops; reviewing professional publications; establishing personal networks; benchmarking state-of-the-art practices; participating in professional societies. Operations Manager – An operations manager runs the day-to-day operations of an organization or business.Her sole purpose is to find ways to make the company more productive by providing effective methods in its business operations. An individual in this position usually prepares program budgets, facilitates several programs around the company, controls inventory, handles logistics and interviews and supervises employees. A person interested in operations management needs to have a strong leadership background and must know how to handle problems quickly and efficiently. In addition, she must have great communication skillsHuman Resource Manager- The Human Resources Manager originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasi zes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce. The Human Resources Manager coordinates implementation of services, policies, and programs through Human Resources staff; reports to the General Manager and serves on the executive management team; and assists and advises company managers about Human Resources issues.Risk Management And Program Manager -Risk and Program Manager advises organization on any potential risks to the profitability or existence of the company. They identify and assess threats, put plans in place for if things go wrong and decide how to avoid, reduce or transfer risks. Risk managers are responsible for managing the risk to the organization, its employees, customers, reputation, assets and interests of stakeholders.They may work in a variety of sectors and may specialize in a number of areas including enterprise risk, corporate governance, regulatory and operational risk , business continuity, information and security risk, technology risk, and market and credit risk. They prepare and administer the company’s property and casualty insurance program in compliance with state and federal laws and regulations. Develop and implement safety policies and loss prevention programs. Establish a climate that inspires achievement through direct upervision and motivation of department managers. Lead efforts in goal-setting and long-range planning, and provide leadership and daily direction. Critical Factors for the company needs to succeed are as follows: 1. Constant Availability of gadgets that are being used in the operations and communication 2. Availability of documents needed to monitor the operations. 3. Proper Execution of the Job orders from a department to another department. 4. Efficient and Fast Processing of Reports. EXISTING SYTEMThe current Employee Management, Inventory and Purchasing System are done manually. The Human Resource department, the inventory and the purchasing system are all done using Microsoft Excel for keeping and tracking records. After the hiring process, the profiles of the employees from the resumes of them are encoded and stored at Microsoft Excel and updates it also there, Once the files are needed by the IT department who are in-charged of the releasing and collecting of Gadgets to be used by the company employees, they will just send it through e-mail.As the process for the inventory of the gadgets goes, it is tracked by logging who borrowed and who will be liable for the gadget In Microsoft Excel. The employee who needs the gadget needs to email the IT department for the need of the item. Upon the request, it will be checked if there are available item and further notice is sent to the requestor with regards to the item borrowing. The item is also monitored if it is in good condition and need to be replaced by a new one. All transactions must be logged in Microsoft Excel so it will be document ed.Once there is a need to purchase a new item, the purchasing department must be notified. The purchasing process is also monitored using manual inputting data in Microsoft Excel. As the IT department notified the purchasing department that the need of item is situated, they will assess the ordering of the item from a supplier. And once the item is delivered by the supplier, It will be documented in the Excel that the item is now purchased. Statement of the Project Scope This project will cover the Employee Profiling System, Inventory Tracking System and Purchasing System of Sagittarius Mines Inc. . Employee Profiling : The Proposed system limits only in the maintenance of employee profile and creating fast and efficient employee profile report to all present and past employees whether regular, probationary, contractual, or contractors. 2. Inventory Tracking: The Proposed System focuses on tracking the deployment of items(gadgets), the returning, the condition of item and creating fast and efficient inventory report of all items borrowed and returned by every employee of SMI. 3. Purchasing : item delivery, purchasing order, maintain supplier list, item maintenanceThe Proposed System limits only with the delivery of the Item from the purchasig departemt to the IT department, the purcharing order, maintenance of the suppliers and items. The areas covered by the project are department of IT department, HR department and Purchasing department concerning to profiling, item inventory and purchasing. II. CONCEPTUAL DESIGN 2. 1 Purchase Order View 2. 1. 1 Employee Requests Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Purchase Order Details Characteristics: PODNo, PPOCreationDate, POOrderDate, EmployeeID Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Descrip tion, POItemNo 2. 1. 2 Supplier Delivers Item Entity: Supplier Characteristics: SupplierID, CompanyName, Address, ContactNo, EmailAddress Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNo, Supplier ID, COst, Remarks, Description, POItemNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus . 2 Deliver Items View 2. 2. 1 Employee Delivers Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Purchase Item Details Characteristics: PIDNo, Quantity, PODNO, Supplier ID, COst, Remarks, Description, POItemNo, Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1 Items View 3. 1. 1 Employee Borrowed Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Render Item Characteristics: RenderedItemNo, DateRendered, SerialNo, Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 2 Employee Returns Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Return Item Characteristics: ReturnItemNo, ReturnDate, Remarks, RenderedItemNo, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 3 Employee Lost Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, D eprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Lost Item Characteristics: LostItemNo, DateLost, Remarks, EmployeeID, SerialNo Entity: ItemCharacteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 4 Employee Donate Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Donate Item Characteristics: DonationItemNo, DonationDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 5 Employee Retire Item Entity: EmployeeCharacteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo. Entity: Retire Item Characteris tics: RetiredItemNo, RetiredDate, Status, EmployeeID, SerialNo Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus 3. 1. 6 Employee Request Repair Item Entity: Employee Characteristics: EmployeeID, FName, LName, EmpAddress, WorkLocationID, PositionID, Status, ResignationDate, TeamNo, DeprtmentNo, StartDate, EndDate, ContactNo, EmploymentTypeNo.Entity: Repair Request Characteristics: RepairRequestNo, RequestDate, RepairStatus, DoneDate, , Employee ID Entity: Item Characteristics: Serial No, DeviceTypeNo, ReceivedItemNo, Cost, Status, ItemType, DateReceived, DeliveryDate, DeliveryStatus III. Logical Design 1. Functional Dependencies Item Table: 3NF SerialNo -;gt; Device Type No. , Received Item No. , Cost, Status, Item Type Device Type Table: 3NF DeviceTypeNo -;gt; Type, Model ,Brand Communication Services Table: 3NF AccountNo -;gt; Item_Serial No. , MIN, IMEI, PlanStartDate, PlanEndDate, Status, Rem arks, PlanCost, Employee ID Inventory Table : 2NFDisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RendereditemNo -;gt;DateRendered, Employee ID, Serial No. Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNo LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo 3NF Decomposition of Inventory Dispose Item: 3NF Field Name| | DisposeNo| PK| DisposalDate| | Status| | Employee ID| FK| SerialNo| FK| DisposeNo -;gt;DisposalDate, Status, Employee ID, SerialNo Return Item: 3NF Field Name| | RetiredItemNo| PK| ReturnDate| |Status| | Employee ID| FK| SerialNo| FK| RetiredItemNo -;gt; RetiredDate, Status, Employee ID, SerialNo RenderedItem: 3NF Field Name| | RenderedItemNo| PK| DateRendered| | Status| | Employee ID| FK| SerialNo| FK| RendereditemNo -;gt;DateRendered, Employee ID, SerialNo DonationItem: 3NF Field Name| | DonationItemNo| PK| D onationDate| | Status| | Employee ID| FK| SerialNo| FK| Donation Item No -;gt; DonationDate, Status, Employee ID, SerialNo ReturnItem: 3NF Field Name| | ReturnItemNo| PK| ReturnDate| | Status| | RendereditemNo| FK| SerialNo| FK| ReturnItemNo -;gt; ReturnDate, Remark, RendereditemNo, SerialNoLostItem: 3NF Field Name| | LostItemNo| PK| DateLost| | Remarks| | Employee ID| FK| SerialNo| FK| LostItemNo -;gt; DateLost, Remarks, Employee ID, SerialNo PurchaseTable: 2NF PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo PODNo -;gt; POCreationDate, POOrderDate, Employee_Employee ID ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived 3NF Decomposition of Purchase Purchase Item Details: 3NF Field Name| | PIDNo| PK| Quantity| | PODNo| FK| Supplier ID| FK| Cost| | Remarks| | Description| |POItemNo| | PIDNo -;gt; Quantity, PODNo, Supplier ID, Cost, Remarks, Description, POItemNo Purchase Order Det ails: 3NF Field Name| | PODNo| PK| POCreationDate| | POOrderDate| | Employee ID| FK| PODNo -;gt; POCreationDate, POOrderDate, Employee ID ReceivedItem: 3NF Field Name| | ReceivedItemNo| PK| DateReceived| | Remarks| | PIDNo| FK| ReceivedItemNo -;gt; DateReceived, Remarks, PIDNo Delivery Item:3NF Field Name| | DeliveryNo| PK| DeliveryStatus| | DeliveryDate| | ReceivedItemNo| | Datereceived| | DeliveryNo-;gt; DeliveryStatus, DeliveryDate, ReceivedItemNo, Datereceived Supplier Table: 3NFSupplier ID -;gt; CompanyName, Address, ContactNo, EmailAddress Employee Table: 2NF Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo TeamNo -;gt; TeamName, DepartmentNo, EmployeeID DepartmentNo –;gt; DepartmentName PositionNo -;gt; PositionTitle, Level WorkLocationNo -;gt; WorkLocationName EmploymentTypeNo -;gt; EmploymentType 3NF Decomposition of Employee Employeesummary: 3NF Field N ame| | Employee ID| PK| Fname| | Lname| | Mname| | EmpAddress| | Work Location| FK| Position ID| FK| Status| |ResignationDate| | TeamNo| FK| DepartmentNo| FK| Startdate| | Enddate| | EmploymentTypeNo| FK| Employee ID -;gt; Fname, Lname, Mname, EmpAddress, Work Location, Position ID, Status, Resignation Date, TeamNo, DepartmentNo, Startdate, Enddate, EmploymentTypeNo Team: 3NF Field Name| | TeamNo| PK| TeamName| | DepartmentNo| FK| EmployeeID| FK| TeamNo -;gt; TeamName, DepartmentNo, EmployeeID Department: 3NF Field Name| | DepartmentNo| PK| DepartmentName| | DepartmentNo –;gt; DepartmentName Position: 3NF Field Name| | PositionNo| PK| PositionTitle| | Level| | PositionNo -;gt; PositionTitle, Level EmploymentType: 3NFField Name| | EmploymentTypeNo| PK| EmploymentType| | EmploymentTypeNo -;gt; EmploymentType IV. Physical Design 1. Team Field Name| Data Type| Primary Key| Nullable| TeamNo| INT| Yes| No| TeamName| VARCHAR(50)| No| No| DepartmentNo| INT| No| No| EmployeeID| INT| N o| No| a. Indeces: Index_01 on TeamNo for Primary Key Index_02 on TeamName b. Referential Integrity : b. 1 Employee. TeamNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 2. Department Field Name| Data Type| Primary Key| Nullable| DepartmentNo| INT| Yes| No| DepartmentName| VARCHAR(50)| No| No| a. Indeces: Index_01 on DepartmentNo for Primary KeyIndex_02 on DepartmentName b. Referential Integrity : b. 1 Employee. DepartmentNo on DELETE Restrict on UPDATE Cascade b. 2 Team. DepartmentNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 Inserting a New Item: 3. Work Location Field Name| Data Type| Primary Key| Nullable| WorkLocationNo| INT| Yes| No| WorkLocationName| VARCHAR(50)| No| No| a. Indeces: Index_01 on WorkLocationNo for Primary Key Index_02 on WorkLocationName b. Referential Integrity : b. 1 Employee. WorkLocationNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 4. Position Field Name| Data Type| Primary Key| Nullable|PositionNo| INT| Yes| No| PositionTitle| VARCHAR(50)| No| No| Level| VARCHAR(50)| No| No| a. Indeces: Index_01 on PositionNo for Primary Key Index_02 on PositionTitle Index_03 on Level b. Referential Integrity : b. 1 Employee. PositionNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 5. Employment Type Field Name| Data Type| Primary Key| Nullable| EmploymentTypeNo| INT| Yes| No| EmploymentType| VARCHAR(50)| No| No| a. Indeces: Index_01 on Employment TypeNo for Primary Key Index_02 on EmploymentType b. Referential Integrity : b. 1 Employee. EmploymentType on DELETE Restrict on UPDATE Cascade c. Program Logic: . 1 6. Employee Field Name| Data Type| Primary Key| Nullable| EmploymentID| INT| Yes| No| Fname| VARCHAR(50)| No| No| Lname| VARCHAR(50)| No| No| Mname| VARCHAR(50)| No| No| EmpAddress| INT| No| No| WorkLocationNo| INT| No| No| PositionID| INT| No| No| Status| VARCHAR(20)| No| NO| ResignationDate| DATE| No| No| TeamNo| INT| No| No| DepartmentNo| INT| No| No| StartDate| DATE| No| No| End Date| DATE| No| No| ContactNo| INT| No| No| EmplomentTypeNo| INT| No| No| a. Indeces: Index_01 on EmploymentID for Primary Key Index_02 on Fname Index_03 on Lname Index_04 on Mname Index_05 on EmpAddress Index_06 on WorkLocationNoIndex_07 on PositionID Index_08 on Status Index_09 on ResignationDate Index_10 on TeamNo Index_11 on DepartmentNo Index_12 on StartDate Index_09 on EndDate Index_10 on ContactNo Index_11 on EmploymentTypeNo b. Referential Integrity : b. 1 Team. EmployeeID on DELETE Restrict on UPDATE Cascade b. 2 PurchaseOrderDetail. EmployeeID on DELETE Restrict on UPDATE Cascade b. 3 CommunicationServices. EmployeeID on DELETE Restrict on UPDATE Cascade b. 4 RenderedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 5 DisposedItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 6 RetiredItem. EmployeeID n DELETE Restrict on UPDATE Cascade b. 7 DonationItem. EmployeeID on DELETE Restrict on UPDATE Cascade b. 8 LostItem. EmployeeID on DELETE Restrict on UPDATE Cas cade b. 9 RepairRequest. EmployeeID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 7. Purchase Order Details Field Name| Data Type| Primary Key| Nullable| PODNO| INT| Yes| No| POCreationDate| DATE| No| No| POOrderDate| DATE| No| No| EmployeeID| INT| No| No| a. Indeces: Index_01 on PODNo for Primary Key Index_02 on POCreationDate Index_03 on POOrderDate b. Referential Integrity : b. 1 PurchaseItemDetails. PODNo on DELETE Restrict on UPDATE Cascade . Program Logic: c. 1 8. Supplier Field Name| Data Type| Primary Key| Nullable| SupplierID| VARCHAR(20)| Yes| No| CompanyName| VARCHAR(50)| No| No| Address| VARCHAR(80)| No| No| ContactNo| INT| No| No| EmailAddres| VARCHAR(30)| No| No| a. Indeces: Index_01 on SupplierID for Primary Key Index_02 on CompanyName Index_03 on Address Index_04 on ContactNo Index_05 on EmailAddress b. Referential Integrity : b. 1 PurchaseItemDetails. SupplierID on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 9. Item Field Name| Data Type| Primary Key| Nullable| SerialNo| VARCHAR(45)| Yes| No| DeviceTypeNo| INT| No| No|ReceivedItemNo| INT| No| No| Cost| DOUBLE| No| No| Status| VARCHAR(45)| No| No| ItemType| VARCHAR(45)| No| No| PIDNo| INT| No| No| a. Indeces: Index_01 on SerialNo for Primary Key Index_02 on Cost Index_03 on Status b. Referential Integrity : b. 1 CommunicationServices. SerialNo on DELETE Restrict on UPDATE Cascade b. 2 RenderedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 3 DisposedItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 4 RetiredItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 5 DonationItem. SerialNo on DELETE Restrict on UPDATE Cascade b. 6 RepairRequest. SerialNo on DELETE Restrict n UPDATE Cascade b. 7 LostItem. SerialNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 10. DeviceType Field Name| Data Type| Primary Key| Nullable| DeviceTypeNo| INT| Yes| No| Type| VARCHAR(20)| No| No| Model| VARCHAR(20)| No| No| Brand| VARCHAR(20)| No| No| a. Indeces: Index_0 1 on DeviceTypeNO for Primary Key Index_02 on Type Index_03 on Model Index_04 on Brand b. Referential Integrity : b. 1 Item. DeviceTypeNo on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 11. Purchase Item Detail Field Name| Data Type| Primary Key| Nullable| PIDNo| INT| Yes| No| Quantity| VARCHAR(45)| No| No|PODNo| INT| No| No| SupplierID| VARCHAR(20)| No| No| Cost| DOUBLE| No| No| Remarks| VARCHAR(100)| No| Yes| Description| VARCHAR(100)| No| No| POItemNo. | INT| No| No| DateReceived| DATE| No| No| DeliveryDate| DATE| No| Yes| DeliveryStatus| VARCHAR(45)| No| No| a. Indeces: Index_01 on PIDNO for Primary Key Index_02 on Quantity Index_03 on Cost Index_04 on Remarks Index_05 on Description Index_06 on POItemNo Index_07 on DateReceived Index_08 on DeliveryDate Index_09 on DeliveryStatus b. Referential Integrity : b. 1 Item. PIDNO on DELETE Restrict on UPDATE Cascade c. Program Logic: c. 1 V. Final Class Diagram